The Everest Simulation, A Team Of Five

2378 WordsOct 10th, 201410 Pages

Introduction
The Everest simulation, a team of five (or six if an observer is present) with diferrent roles, communicate and work together to produce decisions to climb to the peak of mount Everest, while trying to accomplish their own respective goals as well as the team’s goals. Our team of six, named The Rock Stars, are required to finish two sessions of the simulation, one of which we have to complete as a virtual team, meaning that each members must do the simulation at the same while being in diferrent locations, and the other as a standard face to face team. This report will analyze and discuss the issues that the team faced during the two simulations, and how those issues reflects to business theories, such as Tuckman’s theory of group development, McGrath’s theory of team effectiveness, and Kirkman & Malthieu’s argument about teams. This report will also use Neubert’s empirical research about informal leaders to analyze the leadership structure that is present in the team, and wether informal leaders are present, and lastly, this report will contain my personal reflections and the things I have learned throughout the simulations as a team member.

Issues Encountered During The Simulation

Virtual Team
During the first climb on September 1st, 2014, the team is still scattered and the members are reluctant to share information and opinions. At the first stage of the Everest, our appointed leader, Rachel accidentally submitted the final decision, making the whole team…

Organisations and People
Everest Report
Semester 2, 2014: Assignment 2
Wei-er Hu
z5019068
Executive Summary
This report will provide a critical analysis of the two Everest teamwork exercises and the experiences and results that accompanied completing the simulation. The report will delve into the magnitude of factors that influenced the exercise and provide a scope into the methods of analysis that is utilised to examine management models. Preparation for the first simulation undertaken was very…

The Everest simulation consists of a group made up of MGMT students that were randomly matched and assigned different roles, undertaking two successive attempts of scaling a virtual 'Mt Everest'. Through the common goal of reaching the summit and confronting numerous challenges, the simulation acts as a microcosm of potential team and leadership environment. The insertion of dissonance on dually an individual and group level through divergence between collective and personal goals creates a profound…

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Mt. Everest Simulation Reflection Paper |
Assignment 1 |
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Individual reflection on the Mt. Everest Simulation exercise carried out on 5th October and the subsequent debriefing on 12th October |
The Everest simulation was a unique experience. Before the actual simulation started, my team discussed the approach we would take and how we will deal with situations wherein the personal goals collided with the team goals. We shared our character profile information with each…

Introduction:
The Everest Simulation is a five-member activity in which a group is supposed to ascend Mount Everest in six days. Each member is given a different role and objective list, but everyone must work together to achieve each goal. This simulation is meant to generate discussion between team members and create strong analytical thinking. In the simulation, I was the environmental scientist, who had climbed Mount Everest prior but was aging so my abilities were meager. My objective was…

1. Executive Summary
Everest, is a simulation game created by a collaboration between Forio Business Simulations and Harvard Business School, in which the objective is to virtually climb to the top of the world, Mount Everest. The gruelling virtual climb is meant to reflect real life problems of climbing a mountain, such as oxygen scarcity, volatile health conditions, and unpredictable weather. One of the main features of the climb however is the students who are thrown randomly in groups of…

INTRODUCTION
Mount Everest Simulation; where we explore the leadership and the group dynamics in the context of climbing the Mount Everest. We have to decide what step is to be taken in each round of the Mount Everest Simulation, like how the supplies are going to be distributed amongst the team members, taking care of the health of everyone (if you’re a physician) information needed for the ascent and the proper way of implementing the decision as a leader.…

The Report is based on the Everest Simulations and is based on the topics of Attitudes, Perceptions and Personality, Conflicts and Teams, and Organisational Structure. The purpose of the report is to critically analyse the members of the team and the team as a whole, and recommend any improvements.
The Everest Simulation was carried out twice in 1 hour sessions by Group 53 of MGMT 1001 at UNSW. The five team members each were assigned a role, with personal goals that were to be achieved. In addition…

Critical Analysis of Everest Simulation Results
INTRODUCTION
The Everest simulation allows participants to explore varying forms of communication, leadership and different attributes of teams to determine what alternative best suit the given situation. The simulation entails decision making processes, which must be effectively executed in order to maximise team efficiency and attain set goals. The simulation involves ascending towards the summit of Mount Everest along with other team members, each with…

MGMT1001
Everest Simulation Report
Managing People and Organisations
Executive Summary:
This report discusses the Everest simulation in relation to important management concepts. Particularly the report explores the role of leadership, communication and team work in task success, where success is defined in terms of task accomplishment, team member satisfaction and dispute resolution. Moreover, the requirement to eliminate communication barriers through changing mediums, cohesive and coherent…

Analysis of Everest Simulation
Section One
The Everest Team Simulation, simulated a team climbing the treacherous and precarious Mt Everest. Through the course of the simulation six key decision sets were required to be completed and documented fully. Over the duration of the simulation a variety of problems/issues were additionally encountered, addressed and documented. For the period of the Simulation the role of photographer was played by myself Olivia Fabbro. The Everest Team Simulation team as a…